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Perceptions of co-worker exclusion and performance outcomes: are different forms of support helpful or hurtful?

Published online by Cambridge University Press:  04 November 2021

Kevin S. Cruz Open the ORCID record for Kevin S. Cruz [Opens in a new window] ,
Thomas J. Zagenczyk ,
Kristin L. Scott  and
Russell L. Purvis
Kevin S. Cruz*
Affiliation:
Department of Management, Parker College of Business, Georgia Southern University, P.O. Box 8151, Statesboro, GA 30460, USA
Thomas J. Zagenczyk
Affiliation:
Poole College of Management, North Carolina State University, Raleigh, NC 27695, USA
Kristin L. Scott
Affiliation:
Department of Management, College of Business, Clemson University, 121 Sirrine Hall, Clemson, SC 29634, USA
Russell L. Purvis
Affiliation:
Department of Management, College of Business, Clemson University, 374-F Sirrine Hall, Clemson, SC 29634, USA
*
*Corresponding author. Email: kevinscruz@yahoo.com
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Abstract

We argue that social support can be helpful or hurtful in the context of performance outcomes for employees experiencing co-worker exclusion. We contend that employees' perceptions of co-worker exclusion are negatively associated with task performance and citizenship, and positively associated with interpersonal deviance. We further contend that whether social support strengthens or weakens the negative performance outcomes of co-worker exclusion depends on whether the source of social support is from co-workers or family and friends. Using data obtained from 135 supervisor–subordinate dyads across various occupational positions, we find that co-worker support is hurtful, whereas family and friends support is helpful. We also find a three-way interaction: task performance suffers most when employees who feel highly excluded also perceive higher co-worker support and lower family and friends support. These results suggest a need for a more nuanced view of social exchange/support, and build our knowledge about ambivalent relationships.

Keywords

citizenshipdevianceexclusionperformancesupport
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 2 , March 2022 , pp. 283 - 307
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

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